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Manizales 2030

Manizales 2030. Manizales, Noviembre de 2010. Strategic Plan. Strategic City Plan. Maria Leonor Velásquez Arango Strategic Processes Consultunt Ontological Coach. Manizales, December 10 , 2010. Introduction.

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Manizales 2030

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  1. Manizales 2030 Manizales, Noviembre de 2010 Strategic Plan Maria Leonor Velásquez Arango

  2. Strategic City Plan Maria Leonor Velásquez Arango StrategicProcessesConsultunt Ontological Coach Manizales, December 10, 2010 Maria Leonor Velásquez Arango

  3. Introduction • All sectors working together, with the commitment of every citizen of Manizales, is the only possible way to transformation, to generate long term, sustainable results. • The process of strategic planning is an invitation to recognize that, each one of us is part of the problem that the city has today. Additionally, each one of us is part of the solution. We cannot wait for someone or something to bring us magic results. We must convert this task into a daily effort, in the role that each inhabitant plays in his/her family, work, neighborhood, school, or university. All that we do and all that we give should have the seal of QUALITY. Maria Leonor Velásquez Arango

  4. Introduction • The exercise which is presented in this document is only the beginning of a process which should cover many generations to come. It should transcend the administrations and be converted into City policy with the first goal being pertinent, universal, quality EDUCATION. • The development of this work during this year is the product of the conversation process among a group conformed of people from academia, businesspeople, students, the social sector, the public sector, and the community, among others. They participated actively, voluntarily, and without conflicts of interest, in long periods of reflection and construction. They are supportive people who characterize the diversity of our Society. Maria Leonor Velásquez Arango

  5. Introduction • We invite you to read this document openly, with genuine interest, setting aside judgment, and reflecting on each point and the importance this proposal has for us. This process requires the participation and commitment of every citizen in order to build the city we want, “MANIZALES THAT LIVES…WITH QUALITY!” Maria Leonor Velásquez Arango

  6. The Origen of theProcess • This process was born out of the concern of the Secretary of Planning of the city government to generate a participative exercise in strategic planning to convoke and commit the forces of the distinctive players which comprise the City. • With the intent to wake up the long term commitment for the future of Manizales, the Municipal Administration and the Inter-gremial Committee of Caldas united their forces. Our work is based on a process with the following characteristics: • Maximize the lesson learned from the past and mobilize citizens towards a common north. • Promote reflection and define, as initiatives, projects which contribute to transforming reality. • Open spaces for conversation which allow for strengthening the citizens’ sense of pertinence and responsibility with what happens in Manizales. Maria Leonor Velásquez Arango

  7. The Origen of theProcess “Strategic planning is an innovative instrument which can handle the complex problems of governability that numerous metropolitan and urban regions face. ” Professor José Miguel FernándezGüell – City Strategic Planning • As a reference point for the structuring of the process, strategic plans were review from: San Francisco in the United States, Barcelona in Spain, Rosario in Argentina and Curitiba in Brazil, among others. • These cities share a continuing effort for participative strategic planning, pushing social mobilization forward. Maria Leonor Velásquez Arango

  8. The planning for these cities isa participative, creative, systematic process that… • Feels out the bases to achieve long term, integrated action • Defines the future model of development • Formulates strategies and courses of action to reach said models • Establishes a system for continual decision making • Involves local agents throughout the process Maria Leonor Velásquez Arango

  9. The Key of Their Success • Strong leadership • Long-term commitment • Citizen participation through key players • Continuity of the projects across various governments • Capability to implement and convert the projects into action Maria Leonor Velásquez Arango

  10. Phases in theProcess 6. Communication and Participation Plan Maria Leonor Velásquez Arango

  11. Phases in theProcess(6) • DEFINITION OF COMPETITIVE ADVANTAGE and what the city has to offer. Again with the GP and the goal of generating a more concrete proposal about what the city should be, various working sessions allowed for the definition of a competitive advantage for Manizales. For this exercise recent studies by the National Council for Competitiveness and the McKinsey firm about the competitiveness of the Country and the Region were used. • The group worked on the analysis of the offers and the demands of the city by age and socio-economic level. The exercise was revised and polished over the course of various meetings. • The result of this work is a proposal for the City which brings initiatives from the past into the current situation of the country and the world. The proposal for Manizales, which will be developed later, is DEVELOPMENT BASED ON UNDERSTANDING with education as the starting point and the central element. Maria Leonor Velásquez Arango

  12. Phases in theProcess(8) Perspectives on the Plan Maria Leonor Velásquez Arango

  13. TheWorkingGroups Grupos de trabajo Maria Leonor Velásquez Arango

  14. Strategic Plan Maria Leonor Velásquez Arango

  15. Vision 2030 Manizales is a friendly territory noted for the well-being of its citizens. It thinks and builds with respect for differences and is governed with ethical and democratic principals. It is the result of sustainable development with an emphasis on outstandingeducation, culture, citizen participation, strategic integration within the region, innovation, enterprise, the use of natural resources, and the recognition of its patrimony.

  16. StrategicLines(1)

  17. StrategicLines(2)

  18. CurrentSituation Maria Leonor Velásquez Arango

  19. A Competitive Advantage From infancy Focused on knowledge, founded in: • Universal education • Pertinent • Quality Maria Leonor Velásquez Arango

  20. KEY THEMES Themeswhichalreadyexistor are in process Themeswithsignificantweaknesses Infrastructurein alllevels Quality and pertinence Image of a culturedcity RecognizedPrograms University-Business-StateIntegration Investigation Centers Teacher Training Centers EDUCATION Citizeninterest and participation Infrastructure Science and technology Competencies CoffeeCluster Fluency in 2nd language Enterprise Self-esteem and confidence DEVELOPMENT BASED ON UNDERSTANDING Biotech. and Agroindustry PRODUCTIVE VENTURES Friendliness and warmth HUMAN CAPITAL Metal mechanics Opportunities and generation of wealth Workethic Service profes. and BPO Tourism NATURAL RICHNESS Org. prom. Investment -Risk Capital- Health Conectivity Views and scenery WELL-BEING Geographiclocation Environment PublicServices Dependencyworkrent Size Historical and cultural Patrimony MDL projects Security Biodiversity Mobility Pillars Institutions Culture Infrastructure and conectivity

  21. A city of knowledge … • It is a geographic territory with a society properly connected to itself and to its actors, whose common purpose is to participate in the development of a knowledge-based economy. • Oriented to interpret, through continued learning, the transformation in national and international order in political, economical, technical, scientific, and cultural fields, and to construct clear directives which generate wealth so that the society has employment, prosperity, and quality of life. • It works on three basic variables: • Integral human capital • Strategies: Identify and orient human talent, support chains, connectivity agenda, innovation networks, network of business incubators, capital network, generate favorable conditions

  22. A City of Knowledge • It is supported by a fundamental triad: Government, academia and business. • The government is a fundamental actor in that it should be committed in its promoter and facilitator role. It creates conditions which allow for the expansion of private initiative. • The private sector, as it is conformed by businesses whose objective is to generate goods and services useful to society to satisfy its needs. • Academia has a bi-directional function as receptor and transmitter of knowledge. Its most important function is to comply with the social charge of forming life and transforming reality. • Academia receives direct messages from the Government and Private sectors about the type of education required to form individuals with the skills and abilities necessary for responding to society and the requirements of the productive apparatus of goods and services.

  23. Anoffertocontemplate Maria Leonor Velásquez Arango

  24. Chain of ValueEconomicAgents • Bio diverse eco-region with favorable conditions for business development in the functioning of knowledge

  25. RequirementsEconomic Agents Offers • Collective venture with the leadership of the University-Business-State Alliance • Promotion entity for investment and risk capital • Bio diverse eco-region • Biotechnology Cluster (in construction) • Centers and investigation groups: Cenicafé, Center for bio-information, CRECE, Creativity Park, Parque-soft. • Investigation and development: Genetic resources • Bio-products: foods, cosmetics, pharmaceuticals • Products for biological control • Public Services (should improve in esthetics and security) • Bilingual city with quality of life • Universities, Accredited postgraduate and doctoral programs • Infrastructure as a university city

  26. Requirementscommon to the three offers • City venture with the integration of forces: Academia-Business-State • Mixed fund for education with money from citizen support, prioritization in local public investment (including indebtedness) and cooperation. • Centers for investigation and groups with international standards • Qualified doctors and investigators • Certified programs • Laboratories • Qualification of public space and equipment for education and leisure time • Sports centers, auditoriums, and cultural dotation • Human team with the required competencies: technical and human • Well prepared and accredited teachers • Permanent education in the arts, culture, and sports • Permanent and integral citizens’ culture programs • Bilingualism as a part of city culture • Bio diverse eco-region • Bilingual city • Public services : quality, coverage, and security

  27. Key FactorsforSuccess

  28. PerspectivesandProjects Maria Leonor Velásquez Arango

  29. Strategic PlanProposedProjects - Phase 1 Maria Leonor Velásquez Arango

  30. Conclusions and recommendations • Key factors for success are: • Public-private alliance headed by the city government of Manizales and the Inter-gremial Committee of Caldas • Consolidation of a heterogeneous group of people who contribute from different perspectives to the structuring of the Plan and its sustainability over time. • Sustained presence of the consultant in the City which allows for: living in the city, close facilitation of the process, identification of signs of risk which translates into adjustments and strengthening of the pace of the process. • Allied institutions which unconditionally support the process: Inter-gremial committee, La Patria (newspaper), University of Manizales, CJ Martins, among others. • Launching of the process which unites and awakens the interest of a large number of Manizales citizens to the process. • Transformation which consolidatesforces in a long-term venture for Manizales. Maria Leonor Velásquez Arango

  31. Conclusions and recommendations (2) • An important element is to maintain the current dynamism of the process, with the Promoter Group and an external facilitator, until greater consolidation of initiatives and priority projects are reached. Also important is the generation of the structure of government which will guarantee its sustainability over different administrations. • The expectations generated in citizens during the launching event, held at the Recinto del Pensamiento on November 3, 2010 should be converted into a motor reaching the hearts of even more people and generating a critical mass to make Manizales into a City of Knowledge with pertinent, universal, quality education. • The strengths and weaknesses of the City seem to reflect a opportune moment to mobilize citizens in a process of this nature. There is the great expectation that, with information, participation, and small visible achievements, this process can be transformed into commitment and concrete action. Maria Leonor Velásquez Arango

  32. Conclusions and recommendations (3) • The most important result of this process is the process itself. This is the conversation about critical themes for the City among actors who come from totally different viewpoints and contribute from their own perspective toward the generation of new possibilities for the City. • The continuity of this process has to do with the socialization and participation of an increasing number of citizens, the commitment of the institutions, and the implementation of the projects defined as priorities by the Promoter Group. These are projects which allow for generating visible results and early victories which contribute to the credibility among citizens. Maria Leonor Velásquez Arango

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